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Leaders and Managers in the COVID-19 Crisis

September 22nd, 2020
Enterprise Agility

Leaders and Managers in the COVID-19 Crisis

September 22nd, 2020
Enterprise Agility

Managers and leaders are two very important key rules in a successful business. But most of the people and even professionals do not know the difference between a manager and a leader. To put it in a nutshell Leaders develop a vision

For the organization and then they conquer in any context—even in the most turbulent of times. Leaders advocate change and new approaches. Managers then implement to make a new, stable environment. In this post, we want to know what a good reaction of a manager and leader is to the coronavirus pandemic.

Good managers and leaders in crisis

 Good managers do not necessarily make good leaders, and good leaders can be poor managers. This is because the two jobs are not the same, despite sharing similar characteristics—principally the need to drive human (and therefore organizational) capacity. As Warren Bennis and Burt Nanus noted in 1985, “managers do things right; leaders do the right thing.” Leaders “conquer” their surroundings—the competitive environment—through vision and strategy, and it is the role of managers to then implement these strategies effectively. Effective management is crucial to organizational success. It takes care of processes, planning, budgeting, structure, and staffing; tasks that help an organization to keep doing what it does. Without management, no matter how well led, an organization would disintegrate into disorganized chaos. However, management is not leadership.it will not lead the company in new directions.

management leaders and leadership through the corona virus crisis.

In 1990, John Kotter argued that leadership is about dealing with change and developing a vision for the organization, often within turbulent times such as COVID-19. Leaders then communicate their vision to the rest of the company and motivate staff—especially managers—to act in ways that will bring about the required change. Leadership is about setting the agenda and empowering people to produce useful change. “Leading well” does not always mean making people happy; likability and success rarely go together. The direct, tough, and sometimes even rude leadership styles of some of the most highly regarded leaders—such as Jack Welch of General Electric, Steve Jobs of Apple, and Jill Abramson of The New York Times—have been well documented. Leaders have to be brave in the face of uncertainty, standing firmly behind their vision for the company. They need to hold staff accountable when things do not go as planned and make difficult decisions about who to hire or fire in order to develop an organizational culture capable of achieving their strategic vision.

How can you be a greater leader during COVID-19?

The coronavirus pandemic has placed extraordinary demands on leaders in business and beyond. The humanitarian toll taken by COVID-19 creates fear among employees and other stakeholders. The massive scale of the outbreak and its sheer unpredictability make it challenging for executives to respond. Indeed, the outbreak has the hallmarks of a “landscape scale” crisis: an unexpected event or sequence of events of enormous scale and overwhelming speed, resulting in a high degree of uncertainty that gives rise to disorientation, a feeling of lost control, and strong emotional disturbance.

Here are some tips to be a better manager and leader during the corona crisis pandemic.

Step one

Make a network of teams

During a crisis such as COVID-19 leaders face troubles that are unfamiliar and most of the time they poorly understood. In this situation, even the highest level of executives at an organization cannot collect enough information to perform. Leaders should make a network of the team and empowering others to discover and implement solutions to serve the organization’s priorities.

Step two

Acting comes last

Immediate response is one of the key elements in crisis management. But there is no need to rush and make decisions without thinking. Leaders must pause to assess and anticipate then they can act. Crisis such as the coronavirus involves so many uncertainty and surprises, facts may not become obvious within the necessary decision-making time frame. This means managers and leaders must pause before any important decision then they should assess from multiple vantage points then they can anticipate what may happen in the future then they can act.

Step three

See the reality

In a crisis such as COVID-19 people’s minds turn first to their own survival needs. For leaders of an organization, this tragedy shouldn’t assign communications or legal staff to address these problems.

A good manager and leader should make a positive difference in people’s lives.

leaders and managers in the corona virus pandemic maadico.
Businesspeople planning on a glass wall

Doing this requires leaders to acknowledge the personal and professional challenges that employees and their loved ones experience during a crisis. By mid-March 2020, COVID-19 had visited tragedy on countless people by claiming thousands of lives. More than 100,000 cases had been confirmed; many more were being projected. The pandemic had also triggered powerful second-order effects. Governments instituted travel bans and quarantine requirements, which are important for safeguarding public health but can also keep people from aiding relatives and friends or seeking comfort in community groups or places of worship. School closures in many jurisdictions put a strain on working parents. Since each crisis will affect people in particular ways, leaders should pay careful attention to how people are struggling and take corresponding measures to support them.

Step four

Communicate effectively

Whether this is a crisis or a normal situation communication is very necessary for leaders and managers. The coronavirus pandemic is testing the leaders of companies and organizations in every sector around the world. Its consequences could last for longer and present greater difficulties than anyone anticipates. The prolonged uncertainty is all the more reason for leaders to embrace the practices described in this article. Those who do will help establish or reinforce behaviors and values that can support their organizations and communities during this crisis, however long it continues, and prepare them well for the next large-scale challenge.

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